Q: Why have you chosen Dun & Bradstreet as your professional home?
A: When I came here, I fell in love with the fact that for Dun & Bradstreet, analytics is a core area. We actually build analytic solutions, and sell those solutions to customers. If I were to work in a telecom or pharma or IT company, I would probably be in a support function. Also, I love our culture. I'm not sure in other companies people get to have this much fun. There is probably way more process and way more restrictions - way more polish needed to be a senior leader. Dun & Bradstreet is a place that enables talented people to have fun and do their jobs at the same time.
Q: What makes the culture on your team unique?
A: Being at the cutting edge of things. At Dun & Bradstreet, our analytics business is very new so we almost behave like a start-up. We have the time and resources to go after new, cutting edge things. Also, my team is the most diverse team in the company. Given that analytics expertise comes from many different parts of the world, I have people who were born in the U.S., but I also have many immigrants (like me) from India, China, Eastern Europe and Russia. So it's very diverse. I think it changes the dynamics a bit.
Q. Give us an example of what your team is innovating around these days?
A. "Do Good" Analytics is big priority within my team. Dun & Bradstreet already released the Human Trafficking Index, and my team did the mathematics behind it, and our Supply Management team took it to market. Now, we are working on two others. One example is looking at the carbon footprint of different companies, and if we could create an index based on that. There is actually a long list, and depending on bandwidth, we will approach the others. My team loves working on these kinds of things.
Q: Why does your team love working on "Do Good" analytics?
A: Well, I think everyone had this urge inside them to "do good". Most of us do something else, right? People volunteer, people give money to charities. My team is a group of people who are extraordinarily talented, highly educated, and they have a skill that is somewhat unique; so when they are able to apply that skill, I think everyone believes that the impact is much more. If we can use our skills and create something that others can utilize, it makes us feel really good.
Q. What is your team management philosophy?
A. My approach is easy: hire really talented people, and get out of their way. Give them a lot of liberty in terms of what they want to do. Especially with my millennial talent - they are at the cutting edge of innovation, and they're trying to discover new things, so I let them do that. Then I have my senior leaders who are a little bit more business savvy. Their role is to make sure that our efforts are going towards the right things. So I stay involved, but I stay involved as little as possible because the team is just fantastic, and you have to stay out of their way and let them build things that are better than anyone else's.
Q: What do you look for when interviewing candidates for your team?
A: It's two different things. First, it's almost always necessary to have a passion for mathematics and a passion for science. But on top of that, to be successful in my group, people have to have a passion for translating those into business outcomes.
Q. In one word, describe what it is like to work at Dun & Bradstreet.